A G E N D A 1. APOLOGIES FOR ABSENCE Ian Metcalfe 2 ...
A G E N D A 1. APOLOGIES FOR ABSENCE Ian Metcalfe 2 ... A G E N D A 1. APOLOGIES FOR ABSENCE Ian Metcalfe 2 ...
provide greater details on the work which was being done arounddischarge planningGB asked about the impact on outcomes for patients who werenot able to be admitted to the Stroke Unit. DJ acknowledged thatlots had been written about this and had shown that Stroke Unitsimprove the clinical outcomes for patients when compared togeneral medical wards. He added that the data around ESD hadcompared outcomes to patients on a Stroke Unit rather thangeneral medical wards and this demonstrated further improvementin outcomes for patients with ESD with mild to moderate strokes.DJ added that there were tariffs associated with stroke servicesand best practice for admitting patients to a fully specified StrokeUnit for example there was an additional £0.33m payable for theweekend TIA service.JS requested that the Board be provided with more information onthe outcomes measures for the Stroke Unit which had beenreferred to in the discussion. She thanked DJ, JK and CG for thepresentation and noted how she had been encouraged by thenational position.JS acknowledged that the questions which had been submitted bythe Governors would be answered by a subsequent briefing. DJ,JK and CG left the meeting.HLHL55/13 STRATEGY(a)Proposed Merger between Poole Hospital and RBCH(Appendix G)TS reported on the visit to the Hospital from Dr Dan Poulter MPwhich had been arranged after Christopher Chope MP had raisedquestions about the merger in Parliament.He confirmed that the Council of Governors had received adetailed brief on the Competition Commission process followingthe hearing and that there would be a further hearing in June. Herelayed the Competition Commission’s latest thinking in relation towhich services may be affected by a substantial lessening ofcompetition following the merger, which indicated that non-electiveservices, private activity and community activity would not beaffected and there may be a risk of a substantial lessening ofcompetition for outpatients and some elective activity. He notedthat any discussion about remedies would be likely to last throughJuly and August, but it was difficult to gauge at this stage, and theTrusts continued to work towards licensing of the merged trust inApril 2014.BOD/Part 1MINS 10.05.13 PAGE 12 OF 16
(b) Informatics Strategy (Appendix H)PG presented the report describing how the Trust’s InformaticsStrategy was clinically driven and the Trust’s vision. He noted thatthe National Information Strategy published in 2012 recognisedthe paperless hospital for first time. He highlighted the objectivesand drivers of the strategy, including:• the aim for all patient information to be collectedelectronically to allow access for multiple users at any time;• maximising safety and clinical quality;• improving efficiency;• supporting clinical decision-making;• improving digital channels for communicating and deliveringcare to patients;• assisting in the delivery of recommendations in the FrancisReport relating to the electronic patient record (EPR) andelectronic escalation; and• improving the way various organisations involved in apatient’s health and social care worked together, giving theexample the EPR being available to ambulance staff andthe electrocardiogram from the ambulance being availableto the teams in the Hospital.He explained that there were 27 projects and six workstreamswhich included those elements that provided the foundation for thenew tools and the new tools themselves. He concluded that thefunding for the strategy had been approved in principle by theFinance Committee and that this would be reviewed at leastannually and it had also been approved by the Board of Directorsat Poole Hospital on 25 April.In response to a question from SP about the level of resiliencebuilt into the plan, PG replied that innovations were tracked verycarefully and the Trust could look at other countries who werefurther ahead that the UK from an Informatics perspective to gaingreater insight.BF and TS questioned the possible impact of any financialdifficulties at Poole Hospital NHS Foundation Trust on the fundingand delivery of the strategy. PG responded that the delivery of thestrategy was dependent on the capital but that projects could bephased differently if this was an issue and also that someelements of the strategy were dependent on both Trusts workingtogether at same time, giving the example of the scanning ofpaper records.PS noted that the strategy was impressive and demonstrated howInformatics could help improve some of the risks arounddocumentation which the Trust had identified previously andreferred to eNEWS. She asked whether PG had confidence thatBOD/Part 1MINS 10.05.13 PAGE 13 OF 16
- Page 1 and 2: A meeting of the Board of Directors
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(b) Informatics Strategy (Appendix H)PG presented the report describing how the Trust’s InformaticsStrategy was clinically driven and the Trust’s vision. He noted thatthe National Information Strategy published in 2012 recognisedthe paperless hospital for first time. He highlighted the objectivesand drivers of the strategy, including:• the aim for all patient information to be collectedelectronically to allow access for multiple users at any time;• maximising safety and clinical quality;• improving efficiency;• supporting clinical decision-making;• improving digital channels for communicating and deliveringcare to patients;• assisting in the delivery of recommendations in the FrancisReport relating to the electronic patient record (EPR) andelectronic escalation; and• improving the way various organisations involved in apatient’s health and social care worked together, giving theexample the EPR being available to ambulance staff andthe electrocardiogram from the ambulance being availableto the teams in the Hospital.He explained that there were 27 projects and six workstreamswhich included those elements that provided the foundation for thenew tools and the new tools themselves. He concluded that thefunding for the strategy had been approved in principle by theFinance Committee and that this would be reviewed at leastannually and it had also been approved by the Board of Directorsat Poole Hospital on 25 April.In response to a question from SP about the level of resiliencebuilt into the plan, PG replied that innovations were tracked verycarefully and the Trust could look at other countries who werefurther ahead that the UK from an Informatics perspective to gaingreater insight.BF and TS questioned the possible impact of any financialdifficulties at Poole Hospital NHS Foundation Trust on the fundingand delivery of the strategy. PG responded that the delivery of thestrategy was dependent on the capital but that projects could bephased differently if this was an issue and also that someelements of the strategy were dependent on both Trusts workingtogether at same time, giving the example of the scanning ofpaper records.PS noted that the strategy was impressive and demonstrated howInformatics could help improve some of the risks arounddocumentation which the Trust had identified previously andreferred to eNEWS. She asked whether PG had confidence thatBOD/Part 1MINS 10.05.13 PAGE 13 OF 16
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